I was frustrated for a long time with my colleagues in the business school world and with so many management authors who didn't really see themselves as innovators. They were glorified journalists.

Large organizations don't worship shareholders or customers, they worship the past. If it were otherwise, it wouldn't take a crisis to set a company on a new path.

All too often, legacy management practices reflexively perpetuate the past - by over-weighting the views of long-tenured executives, by valuing conformance more highly than creativity and by turning tired industry nostrums into sacred truths.

Today, no leader can afford to be indifferent to the challenge of engaging employees in the work of creating the future. Engagement may have been optional in the past, but it's pretty much the whole game today.

Truth is, people like buying things for $0.99 and $1.99 for their digital devices. We know that from iTunes. We know that from the app store, and now we know that from publishing.

Companies in every industry need to assume that a software revolution is coming.

Most theater methodology is predicated on the idea of repeated actions. That's what you work toward. Having the actor repeat the same moment eight times a week. In a film, it's getting that one moment right.

My advice to owners of fashion brands is that you have to give digital a seat at the board table. A lot of brands treat digital strategy as something on the side.